From Systems Thinking to Systems Intelligence

1. From Systems Thinking to Systems Intelligence Raimo P. Hämäläinen systemsintelligence.aalto.fi

2. Disciplines for coping with complexity • Systems Theory • Operation Research / Management Science / • OR - The “Science of Better” • Based on a systems thinking perspective • Social and human systems also important

3. Prof. Hans Blomberg’s licentiate seminar:

4. Systems Thinking • Emphasizes the importance of wholes and perspectives • Models systems of interaction from outside • Can become a trap when one only sees the system from outside and does not recognize herself being an active player in the system

5. Systems Thinking- the common understanding • Observes interdependencies and wholes • Views matters from different perspectives • Especially through the eyes of others (Churchman) • Becomes Systems Intelligencewhen a person takes active personal responsibility for her actions within the system

6. Systems Intelligence(Hämäläinen and Saarinen, 2004) • Intelligentbehaviour in the context of complex systems involving interaction,dynamics and feedback • Combines human sensitivities with engineering thinking • Pursuing the idea of making things work better

7. Multiple Intelligences (Howard Gardner 1983) • Linguistic • Musical • Logical-Mathematical • Spatial • Bodily-Kinesthetic • Personal Intelligences – intra / inter • Plus higher-level cognitive capacities e.g. common sense and wisdom

8. SI and Multiple Intelligences • Systems Intelligence isanother higher level cognitive capacity • SI links intelligence with the concept of system and systemic thinking • SI embedds Social and Emotional intelligence (Goleman 1995, 2006) • Systems Intelligence is a survival asset we have as a species

9. SI relates to • Systems Thinking • (Churchman 1968, Senge 1990,Checkland 1999,Jackson 2003) • Organizational theories and Action research • (Argylis, Schön, Schein ,Bohm 1980, Isaacs 1999) • Philosophy, Socratic tradition for thinking for good life • Positive psychology • (Bateson 2000, Goffman 1974, Seligman 2002) • Theories of decision making and problem solving • (Simon 1956, Keeney 1992, Kahneman, Tversky 2000)

10. Organizational learning – The Fifth Discipline (Peter Senge 1990): • Personal Mastery • Mental Models • Shared Vision • Team Learning • Systems Thinking • Systems Intelligence is the link between • Personal Mastery and Systems Thinking.

11. Characteristics of systems • Whole is more than the sum of its parts • “Whole” and “Part” are relative abstractions • Always subject to redefinition by changing the perspective

12. Invisible system • We often perceive systems only through a mechanistic perspective • We see materials, products and costs • When people are considered: • the true system often includes hidden subsystems • such as processes of trust or fear generation

13. Systems Theory and Systems Intelligence • A system is defined by identifying the system inputs i.e. control, intervention, decision or stimulus variables and system output variables i.e. the observed responses or reactions • The state of a system consists of the variables representing the elements in the system which determine its future behaviour • Systems can have many different state representations

14. How we see systems determines the model • Beliefs about needs and goals • Framing: costs or benefits • Boundaries: fixed or flexible • Alternatives: fixed or flexible • Values: fixed or evolving and constructed in the context.

15. Complexity • Well known parts – unknown interactions output / observation control / intervention • The interdependence of subsystems is unknown • Sometimes a minor intervention can trigger unexpected, chaotic or bifurcating responses in the system • The most essential part of the system may be one that was never intentionally built into it

16. Observability • The observability of subsystems output/ observation/ measurement control/ intervention • A system is observable if one can derive the values of all the states by a sufficiently long observation of the outputs • Without a sufficient set of observation (measurement) variables one can remain unaware of important active subsystems • You cannot manage systems which you do not see

17. Controllability • The controllability of subsystems control/ intervention output/ observation • A system is controllable if it can be driven to any state value by sufficiently rich controls • In addition to the seemingly controllable visible system there can be an uncontrollable subsystem – human or technical • You must have a sufficient set of inputs to cause an impact on all the states

18. Systems Intelligence output/ observation Seeing the previously invisible parts control/ intervention Systems Intelligent intervention • SI looks for ways to observe and address the invisible subsystems and interactions of emotions and beliefs • Without the management of the whole the structure starts to produce uncontrollable behaviour – we have systems dictatorship

19. Uncontrollability – System Dictatorship • The structure and limited input and observation variables can create a situation of uncontrollability – system dictatorship • Even if a system mainly consists of human agents the overall behaviour can be determined by the non-human elements and dynamic structures such as time delays and sequential communication patters (e.g. Beer Game, Senge 1990) • Systems Intelligence is aware of structures: even if all the agents try to do their best the resulting system response can be bad due to the structure

20. Systems can take over • People can get caught in systems that serve nobody’s interests • People can feel helpless regarding their possibilities of changing the system • People react to the system without seeing their effect on the whole

21. Thinking about thinking • Key to learning Systems Intelligence • One’s actions are a function of one’s thinking (mental models, beliefs, assumptions, interpretations, etc.) • Challenge my mental models by meta-level thinking regarding my own thinking

22. Systems Intelligence • Becomes a challenge for personal learning • Trusts that people can influence complex systems • The theoretical understanding of Systems Thinking need not increase Systems Intelligence

23. Managing the invisible • To understand the system, it can be more important to know what is not produced than what the standard output is • SI tries to understand both the visible and the invisible part

24. Perceptual and behavioural change • Seeing both the organizational/physical and the human parts • SI looks for productive inputs to impact both parts

25. Change in the system • People adjust to systems instinctively. • If a system is changed, people also change their behaviours. This leads to further change • A small change in my behaviour might trigger a chain of changes in the behaviours of others

26. 5 step ladder of SI • Seeing oneself in the System – Ability to see ones roles and behaviour in the system. Also through the eyes of other people and with different framings of the system. Systems thinking awareness. • Thinking about SystemsIntelligence – Ability to envision and identify productive ways of behaviour for oneself in the system and understanding systemic possibilities. • Managing Systems Intelligence – Ability to personally work with systems intelligence. • Sustaining Systems Intelligence – Ability to continue and foster systems intelligence in the long run . • Leadership with Systems Intelligence – Ability to initiate and create systems intelligence culture in one’s organization.

27. Ecological Systems Intelligence • Evolutionary processes exhibit a spontaneous emergence of co-operation generating superior overall behaviour for all the actors (Axelrod 1984, Gintis et al. 2003) • Human decision making does not follow the axioms of rationality assumed in economic theory. • Bounded rationality: choice behaviour strongly reflects the systemic decision environment • We can escape the Prisoner’s Dilemma: a deviation from local status quo is not possible by self-interested rationality • Can be interpreted as a manifestation of ecological Systems Intelligence?

28. Evolution gave us SI In experimental games : People choose co-operative strategies with Systems Intelligence. They do not take everything for themselves.

29. Systems Intelligence Research Group Co-directors: Professors Raimo P. Hämäläinen, Systems Analysis Laboratory Esa Saarinen, Laboratory of Work Psychology and Leadership

30. Downloadable articles and books on SI: • systemsintelligence.aalto.fi

31. References Churchman C. West. 1968. The Systems Approach. New York, Delta Gardner Howard. 1983. Frames of Mind: The Theory of Multiple Intelligences, Tenth anniversary edition. New York, Basic Books GolemanDaniel. 1995. Emotional Intelligence, New York, Bantam Books Goleman Daniel. 2006. Social Intelligence, London, Hutchinson Goleman Daniel. 2009. Ecological Intelligence, Bantam Hämäläinen Raimo P. and Saarinen Esa (Eds.). 2004b. Systems Intelligence - Discovering a Hidden Competence in Human Action and Organizational Life, Helsinki University of Technology, Systems Analysis Laboratory Research Reports, A88, October 2004 Jackson Michael C. 2000. Systems Approaches to Management, New York, Kluwer Senge Peter. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization, New York, Doubleday Currency